The answer to this question really depends on what stage your organisation is in and, specifically, on the team in which the talented or smart professional in question would be working with or is part of. The new hire (or expected team player per se) can either be a genius and a great asset to the team and organisation, or a culture clash is waiting to happen with the ultimate sinking of your team and the organisation as a whole.
Having worked in various organisations as both a team leader and part of a team, I founded a community platform, Knowledge Oman (presently running over 16 years), that consists of multinational members (male and female from different cultures). I can definitely share some practical knowledge and experience that can aid you in making productive decisions. First things first, let’s define what a company culture is, so we are on the same page.
Quite simply, the shared beliefs, behaviors, and values that define how employees in an organisation interact, work, and do business with each other are called company culture. This culture helps shape the work environment in the organisation in question.
If your organisation has a strong culture where employees are aligned and congruent (to the vision, mission, and goals), then the overall result, most of the time, is satisfactory. I’ve experienced both sides of the fence and have seen the extreme results, from boom to bust. To illustrate what I am saying, let me share with you two cases for your kind perusal and sake of reference.
Case #1: Dawood is a talented and smart professional with rich experience who joins an already established organisation with a team that works in a collaborative way. Dawood, despite having impressive skills, gets into occasional conflicts with the members of the team. Reasons include an independent working style, non-mutual timelines, miscommunication, and/or non-commitment to project deliverables.
Clearly, there is a cultural misfit in this case due to Dawood’s and team members recurring conflicts and clashes, which are obviously not healthy for the operation of the business.
Case #2: The same Dawood joins an organisation that is going through serious challenges, and the members of the team in this organisation are not optimal. Dawood’s addition may end up disrupting the team (positively due to his impressive skills and rich experience).
Dawood’s addition in both of the cases is risky for the organisation due to a misfit in culture; nevertheless, it’s clear which of the two cases you may consider keeping Dawood (as a value). Later (case #2), the team in fact needed a change or enhancement. That’s my humble opinion, if a satisfactory result is the end goal. Why?
Keeping Dawood on the first case will result in serious friction, communication struggle, misunderstandings, and unnecessary working/office/team politics and drama that would impact the overall performance of the already established team and organisation as a whole. Simply because the workflow will be distrusted negatively, collaboration will be reduced dramatically, and positive productivity will be impacted as a result.
On the other hand, introducing Dawood to a disfunctional (or non-performing) team in an organisation can yield fruitful results, since a change was required in the first place anyway. You would hardly go wrong with this approach, and the risk is something that one should really opt for. Is there a way to handle Dawood in a first-case scenario? Definitely, let me share a brief guide that team leaders in such a scenario can follow.
First, identify the issue between the team and specifically the new member (Dawood in this instance). Look at it objectively and try to address it individually and as a team. Next, have open communication so as to share crystal clear expectations with Dawood on what is required, by when, and at what quality.
Lastly, keep a tab while supporting Dawood to jell with the team, for his success is ultimately everyone’s success. If issues still persist, then Dawood may not be the best fit for the already established organisation, and you, as a leader, need to take the necessary positive action for the benefit of the organisation as a whole.
In conclusion, would you introduce, hire, appoint, or include a smart and talented professional who is not culturally fit for your team and organisation? A decision is subjective and really dependent on the organisation in question (be it established or poor).
Many studies recommend prioritising culturally fit individual hiring in order to create and enforce an already harmonious, productive, and successful work environment. Whatever decision you make, take accountability, for the outcome will impact you personally as well. Until we catch up again next week, work smart and remain positive.
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